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Team Building
Team Building Activities demonstrate different aspects of team behaviors and get
team members to think about what is
essential for high performing teams. They allow the group to
recover from disunity, frustration and conflict. They also
help sensitize the team members to behaviors that may
contribute toward or obstruct group problem solving.
Behaviors cover such things as good communication, problem
solving skills, trust, taking advantage of the strengths and
weaknesses of each team member and understanding the
customers point of view.Spaghetti and Marshmallows - We’re Ready to Train!
I’m a big believer of bringing fun into training anytime possible. My experience says that when people are having fun, they’re more engaged and reach a higher level of creativity.
So, when a client in the non-profit sector asked me to do a two hour session on team work I opted to use a “game” rather than a typical lecture/discussion format.
I began the session by dividing the group of managers and executives into teams of five. Then, I brought out bags of marshmallows and boxes of spaghetti.
I explained that their challenge was to create a “tower”, using the marshmallows and spaghetti, along with anything else they could find in the room. I made sure they had a supply table stocked with construction paper, tape, scissors, string, colored markers and staplers.
The teams had lots of questions about the parameters of the challenge – what they could and couldn’t do. I explained that the rules were simple. The challenge was to build the tallest tower possible, using only the resources in the room, in fifteen minutes.
The teams got to work quickly, with some taking time to discuss possible approaches, while other teams started work with little communication. My role became an observer, moving from team to team, watching and listening to their interactions.
After five minutes, I approached one team and asked for one of their team to help me with a special project. Reluctantly, they nominated someone to leave the task to go with me to straighten up the supply table. The team member was only away from the task for a few minutes, but it was clearly a distraction.
After fifteen minutes, construction time was up and it was time to evaluate each team’s efforts. Some were sturdier than others, some were more attractive, but one was clearly taller than the rest and reached from the top of the table to the ceiling.
There were a few cries of “no fair” when that team was declared the winner for having the tallest tower, because they had used string and tape to attach the top of their tower to the ceiling to steady it, rather than just counting on using only the spaghetti and marshmallows.
That’s when the learning began. I used questions to guide the group’s discussion. “Did the winning team break any rules?” “How much time was spent in discussion before beginning the task? How do you think that worked?” The debriefing continued about other behaviors and dynamics displayed during the exercise. I guided the discussion to have participants relate what they’d experienced in the exercise to their jobs. Does it ever happen that a team sometimes loses a valued contributor due to special projects or other reasons? How does it feel to the team and to the individual? How could it be handled most effectively?
Using a fifteen minute “game” can energize the group and also open discussion on potentially sensitive issues. The group discussed a variety of communication, individual contributor and leadership issues and was candid about how their actions in the game mirrored daily work.
This is an example of how a quick, well-considered game and your best facilitation skills can engage adults in learning and may be more effective than the “same old” lecture and discussion. All it takes is some marshmallows and spaghetti.
Nancy Magsig is an independent consultant with over 20 years of training experience. She provides advice, training products and tips for www.BusinessFUNdamentals.com, the trainers’ one-stop shop for training toys and free energizers and activities.
Get Off Your Chairs
Use chairs or masking tape to mark a 5-foot wide, oval racetrack. Form no more than four teams. Place a chair for each team at the starting line. Each team will need their own color of inflated balloon and a paddle, such as a Ping-Pong paddle, a folder, or a magazine.
Have the first player from each team sit in their starting chair. Give each starter a paddle and an inflated balloon. (Have extra inflated balloons in case a team's balloon pops.)
Say: When I say, "Off your chairs," first team members stand up and begin batting their balloon with their paddle around the racetrack. If your balloon hits the floor, you must return to your starting chair and begin again. You can hit another team's balloon once during the race. When you get back to the start, pass your paddle and balloon to the next person who's sitting in your team's chair. The first team to finish the relay wins. Ready? Off your chairs!
Star Light, Star Bright
Purpose: Team Building; Self-Disclosure, Good to use at the end of a teambuilding workshop.
Props: Cut out Star
. Click here for a image that you can use.
This activity is a nice ending to a team building session. Use it when you want people to think about possibilities rather than impossibilities.
Ask team members if they have heard the rhyme, "Star light, star bright, first star I see tonight; I wish I may, I wish I might, have the wish I wish tonight."
Encourage participants to think of a wish that they have for the team
Pass out the stars and ask participants to write their wish on the star. Have them stand in a circle. Explain that their sky is now the floor in front of them. Optional: Have participants write their wish on the star then place the stars in a cluster on the wall.
Repeat the rhyme. When you finish, ask participants to come forward one at a time to place their stars in the circle on the floor and state their wishes.Human Checkers
Tape alternating pieces of red and black construction paper in checkerboard-style in a large area. There should be eight rows of eight squares. Each square area should be large enough for a person to sit on. Make sure the lower left corner of the "board" is black.
Ask twenty-four people to be "checkers"—twelve black and twelve red. Have them each tape a square of red or black paper to their shoulder, according to their checker color. Tell them they can only move to black squares.
Choose two people who understand the game to be the players. Have them stand on chairs to see the overall board. Have them move their "checkers," following the rules of checkers.
To jump, the jumping checker must leapfrog over the other checker. When a player is eliminated, he or she must wait until needed to "crown" a teammate. Then he or she stands behind the checker that is crowned.
Continue until one team eliminates the other.
Famous People
Use job applications to spark a guessing game of famous people.
Blank enrollment applications and pencils. Get photocopies of your employment application.
Form pairs or trios and give each group one or two of the forms. Have team members work together to create fake applications based on popular fictional or historical characters.
Encourage members to have fun with the
"previous work experience" section as well as the "history of
education" section. For example, a form for Albert Einstein might
list "the speed of light" as an area of expertise and "thinking up
theories" as a hobby. Have group members also put their names on
their forms. When the forms are complete, collect them
and give each team a blank form to look at during the game.
Pull out a fake application, then have one of the teams pick any portion of the form for you to read aloud (except the name, of course). See if team members can guess the character based only on the information in that portion. Continue until one of the teams guesses the character. Repeat this until teams have guessed the identities of all the characters listed on the forms (except their own, of course). The team that guesses the most characters wins.
Pipe Cleaners
This activity allows participants to be creative. At the beginning of the session (or during a break) place three pipe cleaners at each person's place. Don't tell what they are for unless asked. When you are ready tell the group they are to create pipe cleaner sculpture. In other words, they can do anything they want with them.
At the end of the morning ask each group of five people to select a winner. Then have everyone select an overall winner.
If your culture encourages people to work in teams make sure to give special recognition to any group that combines their pipe cleaners and uses all together to make something "better."
Knots
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Activity: Group/Team |
Time: 8 - 20 Minutes |
Participants: 8 – 20
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Purpose:
Manage, observe, and experience individual preferences toward accomplishing a task.
To get started with an icebreaker and form a group/team.
Allow the team/group to recover from conflict (recover from figuratively getting all tangled up), disunity, and frustration. Also, this game works well if the group/team has just suffered significant internal dissention.
Learning Points:
Supporting, coaching, influencing and encouraging positive behaviors are all part of good team work.
Process:
Have the group stand in a tight circle with shoulders touching.
Everyone puts one hand in the center and takes one hand from someone across the circle.
Everyone puts their second hand in the center and takes someone else’s hand across the circle
No one should be holding the hands of anyone next to them, or both hands of anyone else.
Explain task; "Untie the knots as far as you can."
Emphasize rule, "The hands may not break contact, though you may rotate your grip."
Managing the activity:
Occasionally two circles are formed. Sometimes the circle will break out separately and sometimes they will be interlocked. If you wish to avoid this, pass a Squeezie through the group at the very beginning, i.e., one person starts by squeezing the hand in their right hand. The receiver passes the squeeze to the next person, and so on. If the squeeze returns to the original person without touching everyone, there is more than one circle.
Occasionally you will have an overhand knot, which cannot be undone without breaking a pair of hands. It’s often fruitful for a team to struggle with trying to undo an overhand knot.
When there is only 7 or 8 participants remaining, the leader should join the knot to provide adequate challenge. If the group is too small it won't work. You need at least 8 people for this activity to be effective.
Broken Squares
Participants: 6 - 18
Materials: A set of broken squares (pattern at the end of the exercise), Team Instructions, Observer
Purpose: Get the group working as a team, break the ice.
Expose the participants to behaviors that may contribute toward or obstruct group problem solving.
Learning Points:
Participation and cooperation by all members of a team are essential to attain team and individual goals.
It is necessary to understand the objectives of the task at hand.
Lack of communication makes the problem-solving process almost impossible.
Problem solving requires that team members keep an open mind to a variety of potential solutions.
Preparation and Notes for Facilitator:
Make the broken squares by using the template below. Draw or enlarge on a copy machine, until each square is about 6 X 6 inches. Cut the squares apart on the lines. Mix them up and then put an equal (or about equal) number of pieces in 5 envelopes. Make sure each group has 5 complete squares or one set. You will need one set for each team of 5 members. If you use card stock 60 lb. or heavier you should be able to use the same squares over and over again. (A good way to recycle old manila folders.)
Print Instructions for each team and a set of instructions for each judge/observer.
NOTE:
Teams must have 5-6 members each.
Each subgroup should congregate in separate locations.
For subgroups having six members, ask one person from the sub-group to volunteer to as a judge/observer. Give each judge/observer an instruction sheet.
Give each of the subgroups it's set of five broken square envelopes, and instruct the subgroups to distribute one envelope to each of the five participants. (Do not open the envelopes until instructed to do so.).
Give each subgroup its copy of the "Broken Squares Team Instruction." Read these instructions to the subgroups. Ask for questions or ask the group questions to ensure understanding.
Instruct the subgroups to begin the task. Monitor the subgroups, along with the judge/observers, to ensure that the subgroups follow the rules fairly closely.
When the subgroups complete the task or time runs out, have the judge/observer help you lead a discussion of the experience. Ask, "What happened during the process?" Encourage the team to relate this experience to their work situation.
Have the entire team develop a set of learning points, which you record on a flipchart.
Team Instructions:
Each of you has been given an envelope that contains pieces of a puzzle. When the facilitator gives you the OK to begin, you may begin to reach your objective which follows:
Objective:
Your team will be successful when there is a perfect square, each of the same size, in front of each team member.
Important:
You may use only the pieces provided.
No member may speak or gesture in any way throughout the activity.
Members may not ask another member for a piece, take a piece from another member, or in signal in any way that another person is to give them a piece.
Members may give pieces to other members.
Members may not place their puzzle pieces in the center area for other team members to take.
Your team will have up to 20 minutes in which to meet your individual and team goals.
Observer/Judge Instructions:
Your job is part observer and part judge:
As a Judge, make sure each participant observes the following rules:
There is no talking, pointing, or any other kind of communication.
Participants may give pieces directly to other participants but may not take pieces from other members.
Participants may not place their pieces into the center for others to take.
It is okay for a member to give away all the pieces to their puzzle, even if they have already formed a square.
As an Observer, look for the following:
1. How willing were members to give away pieces of the puzzle? Were participants more interested in getting than in giving
2. Did anyone finish their puzzle, and then withdraw himself or herself from the group problem solving? If so, how did this effect the rest of the tea?
3. Did dominant individuals emerge, or did everyone seem to participate equally?
4. Did you detect evidence of frustration? How did it affect the group?
5. What was the critical turning point(s) affecting the teams working together?
Here are your patterns for playing broken squares.
Build A Car
Using flip chart paper, draw the outline of a car. Instruct the group to add components of the car and explain what it stands for and how they can relate that to the team. Give one example and then let them go.
Break team into groups of four or five. Allow 20 minutes for the team to draw the car and 5 minutes for each team to present their vehicle. The total time depends on the number of groups you have.
Some examples: Draw the antennae to make sure we have good communications or the wheels keep us in motion. Others I’ve seen, the review mirror to keep an eye on where we have been, head lights to help us find our way, a trunk to store all our knowledge and tools, the gas tank to provide fuel when we need it, etc.
Team Juggling
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Activity: Group/team |
Time: 20 Minutes |
Participants: Materials:4 Koosh 1 Stopwatch
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Purpose:
Highlight group/team synergy.
Provide practice working as a team.
Encourage problem solving within the team creatively.
By focusing on process, highlights gains in productivity.
Ends teambuilding on an upbeat note, the end result of having FUN.
Process:
Have participant’s arrange themselves into a circle an arm’s length apart.
Instruct the group/team on the goal and rules of the game:
Goal:
To juggle several objects as a team.
Rules:
To follow this definition of juggling - Koosh balls touch each person in the same prescribed order. They will initially establish the order in the beginning.Have the group establish an order that can be replicated. Throw a Koosh ball across the circle to another person. When a person receives the ball, They must hold up their hand and then throw the object to another person whose hand is not raised. After the ball has touched each person (the raised hands are intended to indicate who has received the Koosh), it returns to the beginning.
Tell the Participants to remember who they received the Koosh from and who they threw it to.
Go around again with a single ball to test their memory of the established order. They need not raise their hands. If they have this, do two Koosh. If not, sort out the order. Sometimes the facilitator must start over and establish a new order.
Go through a couple of rounds, adding more Koosh balls each time. Keep the pace brisk. During each round ask them how they define performance and it can be improved. When you have given them all the objects and they are performing reasonably well, time the round and tell them to improve their team time by 25%. Encourage them to brainstorm.
NOTE: Sometimes they need to be reminded about the definition of juggling.
Encourage the group/team to keep cutting the time until they maximize it.
Congratulate the team and review the learning points, adding any new ones the list already in progress from past exercises.
Learning Points:
Remind participants to "Think Outside the Box". (Tell the group initially not to place constraints on themselves that were not inherent in the definition of juggling.)
Spider Web
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Activity: Group/Team |
Time: 30 –40 Minutes |
Participants: 7 - 15 |
Materials: 1 large ball of yarn or string 1 roll of duct tape 1 pair of scissors |
Purpose:
Wonderful problem solving activity for teams.
It requires the entire team to manage their differences (size, disposition, strength, intelligence, etc.), it requires commitment, it’s very physical without being strenuous, and it's fun,
The object of the game is to score points by passing everyone through holes in a spider web without touching the web. (Remember this when building the web. Make openings different size. Make sure there is a hole large enough for everyone to go through.)
The problem brings up all the standard group/team problem solving issues, quality issues, (what is a web touch?), ethical issues (calling a touch when you see one), and strategic issues (when do we cut our losses).
Safety:
Do not allow any one to dive though the web. NO HEADFIRST! Stop the action if this is about to happen.
When they are lifting some one, remind them to protect the participant’s neck and shoulders.
Stop action if they are doing anything that you deem dangerous.
If the web breaks you may stop the activity and make repairs or start the review.
Building the Web:
Choose a location with two fixed objects
(such as two trees, walls, a hallway, a stake and a tree) 8 - 14
feet apart. If outside, make sure there are not a lot of branches
hanging over the site and that the ground is free of hazards.
Sometimes you need to use a metal pole and a tree. If you are
building a web in-doors, use duct tape on the walls and floors.
Watch for it as it may be pulled loose during the activity.
Tie and weave the string/yarn between the items you have chosen in a web like fashion.
Make at least two more holes than you have
participants in the group. You should make some easier holes (like
underneath the web) and some more difficult holes (smaller or
higher). It’s also good to have two or three extra holes so that the
participants have some decisions to make. Add a few extra easy
holes. If the web is too easy, you can tell them that some holes are
off limits.
Make the general structure of the web with
one piece of string instead of many pieces tied off. String the web
from one object to another, back and forth until you have a
structure.
When stringing the web, you do not need to tie a knot at each cross of the yarn. You do need to wrap the active string around each stationary string it crosses. Each time you take a turn around the object or stationary string, pull it tight. There should be no slack in the web.
Use shorter pieces of the string to divide the large holes into smaller ones.
Team Instructions:
GOAL: To get the highest final score you can.
The specifications:
A point is scored each time a person passes entirely through an opening in the web without touching it.
Once a person goes through an opening, the hole is closed. No one else can go through that hole.
If each person in the group scores, all the holes reopen and can be used again to score additional points, if time permits.
You may use the openings between the ground and the string, and between the wall and the string.
If any person touches a string at any time, all must return to the starting side of the web, the score returns to zero, and all holes are open for scoring.
All members of your group must start from the original side of the web.
No one may go over or around the web, except when returning to start over.
You may not alter the web in any way.
Both the coach and the team members are responsible for monitoring touches of the web.
Each member of the team is responsible for the safety of all others members of the team. Be sure that the head and shoulders of any person being lifted and/or passed are well supported.
Your team’s final score is the number of points it has at the end of 25 minutes.
All Aboard
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Activity: Group/Team |
Time: 20 Minutes |
Participants: 16 |
Materials: 3 phone books
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Purpose:
This is a quick warm-up activity designed to stimulate thought about what makes a team /group effective.
Process:
Place a phone book (cement blocks work best, they are usually hard to find at work) on the ground.
Explain that this is an exercise that will allow the team to examine how effectively they work together as a team.
Say, "Your job is to get as many people off the ground as you choose, for as long as you choose."
The Rules:
"Off the ground means that no one may touch the ground. You may only use yourself and the telephone books. You cannot use anything else in the room to assist you.
Say, "You have 10 Minutes to complete the job." and repeat "Your job is to get as many people off the ground as you choose, for as long as you choose." If it is appropriate tell them you have been talking to the competition - name your biggest competitor and tell them they told you they could do it in seven minutes.
Ask for questions, clarify anything then start the clock.
Process:
Have group/team rate their effectiveness on a 1-10 scale (1 meaning you didn’t work well together, 10 meaning you were extraordinary).
Comment on their ratings.
Ask, "What would you have had to do to rate your teamwork a 10"? Ask high raters what made them rate the team so high (or low depending on response.)
Traffic Jam
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Activity: Group/Team |
Time: 30 - 40 Minutes
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Participants: 8 – 16 |
Materials: Duct Tape |
Purpose:
Practice cycle time reduction.
To explore leadership issues within the group/team.
Group/team building.
Get group/team to think "in process."
Sensitize the team/group to communication issues.
Learning Points:
Teamwork and communication are essential to understanding complex processes.
Teams can make significant process improvements in a short period of time by drawing on the expertise of all the team members.
Process:
Use the duct tape (or masking tape) to make a starting pattern on the floor.
Have the participants stand in the boxes of the pattern: half of the group faces right, half of the group faces left.
Explain the task: Using only legal rules, people on the left side must end up on the right side and the people on the right must end up on the left.
Legal Moves
A person may move into an empty space in front of them.
A person may move around a person who is facing them into an empty space.
You CANNOT:
Move backwards.
Move around someone facing the same way you are.
Make any move which involves two people moving at once.
After the task is completed, ask the team/group if they can complete it again in half the time.
If the team is particularly adept at this exercise and has successfully completed the task, ask them to complete the task while holding their breath. Allow them to appoint a coach who may breathe while assisting the team.
Solution ~ For a printable solution, please click here now for a PDF file with the answer.
